Africa Hunting dot com forums have 104,809 registered members of which 1,175 are presently online. I don’t know how many are DSC members or how many would join DSC if it were heading on a path forward. Chances are it is many.
Granted, that some of our registered members may have passed onto their happy hunting grounds and others are no longer active. Let’s say that there are over 50,000 members who from time to time read these posts.
Of those members the majority if not most are accomplished in their field of endeavors, i.e. their professions. More than a few have in fact managed large organizations, many have or had half a billion dollars of revenue with profit and loss responsibility. I also know of a very active member who coaches CEO of Fortune 500 companies, at least one General Officer, yours truly a management and technology consultant, and the list goes on.
Does everyone see where I am going with the above? As our
@Green Chile,
@mdwest,
@Red Leg and others stated, DSC made their decision in a vacuum. It reminds me of the Lieutenants who will not take advice from their NCOs. Those Lt’s will have a very short military career! Hopefully the present DSC managers will soon be seeking other employment. Leaders inspire others to following willingly. Managers manager their resources. DCS has neither leaders or effective managers.
Who remembers Deming’s Total Quality Management (TQM)? It focused on engaging with staff to gain their “buy in” toward the organization moving forward. Focus groups were the order to the day. Gosh, I didn’t need Deming and his TQM to tell me “gather your intelligence locally”. My Drill Instructor Sgt. Mills preached that to me at Parris Island during July of 1977! A couple years later I well knew that if a leader wants to know what is going on they need to ask a Corporal! Of course I was a Corporal then. The senior officers and NCOs might tailor their answer to not piss of the commander, but the Corporal will give him the skinny with both barrels! Nothing is different in a company or organization such as DSC.
If DSC isn’t wise enough to initiate focus groups or whatever they are called today, I know a very old and respected consultancy that for a fee would happily engage with them and provide a sound path forward. That would however be a foolish waste of money considering the level of experience and expertise of their membership and those who might happily join help DSC finding its way. But to do that, DSC management MUST admit that it has failed.
